PowerPoint Presentation... 2014 ERG Transformation From engagement and awareness to integration and...
Transcript of PowerPoint Presentation... 2014 ERG Transformation From engagement and awareness to integration and...
2014
www.DiversityBestPractices.com
2014
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
Facilitator/Presenter: Monica Villalta, American Institutes for Research Presenters: Marcela Aldaz-Matos, MassMutual Financial Group Stephen Reed, CapGemini Keni Thacker, JWT New York
www.DiversityBestPractices.com
2014
Monica Villalta Director, Diversity and Inclusion American Institutes for Research
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014
“If you don't know where you are going, any road will get you there” Lewis Carroll
www.DiversityBestPractices.com
2014
“If you don't know where you are going, you might end up somewhere else” Yogi Berra
www.DiversityBestPractices.com
2014
www.DiversityBestPractices.com
2014 STRATEGIC ALIGNMENT
www.DiversityBestPractices.com
2014
Do your homework
Vision
Mission
Organizational Strategy
D&I Strategy
www.DiversityBestPractices.com
2014
Build/Review your plan
Vision Mission
Overall Strategy
D&I Strategy ERG Charter - Business Plan - Goals - Objectives
www.DiversityBestPractices.com
2014 Maximize your Executive Sponsors
www.DiversityBestPractices.com
2014 Ensure alignment
Use tools
www.DiversityBestPractices.com
2014
www.DiversityBestPractices.com
2014
www.DiversityBestPractices.com
2014 ERG Work Plan Template
STRATEGY #: The five year objectives, annual objectives and activities must align with the program strategy.
FIVE YEAR PROJECT PERIOD OBJECTIVE
A five year objective that the program plans to meet by the end of the project period. The objective must be Specific, Measurable, Achievable, Realistic, and Time-bound (S.M.A.R.T.).
ANNUAL OBJECTIVE S.M.A.R.T. objective that the program anticipates completing by the end of the YEAR. Objectives may be process, output or outcome related.
PILLAR of D&I STRATEGY
List the appropriate Pillar of the Diversity and Inclusion strategy.
☐ Pillar 1: Human Capital and Work
Environment
☐ Pillar 2: Delivery of Culturally Competent
Services and Products
☐ Pillar 3: Our D&I Brand, Identity and Reputation
☐ Pillar 4: Sustainability and Growth
☐Cross-cutting Issue – Applies to All Pillars
SETTING: Specific context or environment in which the program will implement the strategy.
Select all that apply:
☐ DC
☐ Chicago
☐ San Mateo
☐
☐
☒
☐ Remote
☒ Other (specify) Click here to enter text.
PERFORMANCE MEASURES
Performance Measure Required measures used for ongoing monitoring and reporting of program accomplishments or progress toward reaching program objectives or outcomes. The performance measures may be process or outcome..
Data Elements Specific data, criteria or information needed to establish whether a performance measure has been met.
SUSTAINED EFFORT & SUSTAINED IMPACT TOWARDS STRATEGY:
A description of how the ERG plans to ensure that the work is sustainable.
Reportable Milestone/ Progress Activities:
Activity Description Timeline: Start Quarter – End Quarter
Lead Personnel Assigned Key Contributing Partners
Key events which are specific, measurable and sufficient in quantity such that their completion should lead to the accomplishment of the annual objective.
The timeframe for which Milestone/ Progress Activities will be initiated and completed. The timeframe should be on a quarterly basis.
Person with responsibility for ensuring the completion of the Milestone/ Progress Activity.
Individual or group who will play a significant role in accomplishing the Milestone/Progress Activity.
Source: CDC http://www.cdc.gov/healthyyouth/evaluation/tutorials.htm
www.DiversityBestPractices.com
2014 Be S.M.A.R.T.
measure & report
www.DiversityBestPractices.com
2014
BE CREATIVE
www.DiversityBestPractices.com
2014
Exercise Leadership
www.DiversityBestPractices.com
2014 Presenters
http://www.diversitybestpractices.com/person/marcela-aldaz-matos http://www.diversitybestpractices.com/person/keni-thacker
http://www.diversitybestpractices.com/person/stephen-reed http://www.diversitybestpractices.com/person/monica-l-villalta-mph
www.DiversityBestPractices.com
2014
Monica Villalta Director, Diversity and Inclusion American Institutes for Research
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014
Marcela Aldaz-Matos Director, Diversity and Inclusion
MassMutual Financial Group
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014 About MassMutual
Founded in 1851, Massachusetts Mutual Life Insurance Company (MassMutual) is a Fortune 100 company that has grown and prospered based in part on the simple notion that together is better
• $639B AUM in 2013
• DiversityInc. 25 Noteworthy Companies & #3 for LGBT
• Top 50 Company for Female Executives (NAFE)
www.DiversityBestPractices.com
2014 About MassMutual
www.DiversityBestPractices.com
2014 Diversity & Inclusion Pillars
3
Marketplace
• Brand/Reputation
• Customers
• Community
• Segment Marketing
• Strategic Relationships
• Suppliers
Sales Force
• Career Agency System
• Recruitment
• Retention
• Leadership Development
Workforce
• Home Office
• Recruitment
• Retention
• Development
Workplace
• Environment
• Inclusion
• Engagement
• Employee Resource Groups
• Work/Life
www.DiversityBestPractices.com
2014 Employee Resource Groups Company-sponsored, employee-led groups aligned with and supportive
of MassMutual’s strategic business goals
Each ERG is stewarded by an Executive Sponsor selected from top leadership ranks of MassMutual
www.DiversityBestPractices.com
2014 ERG Transformation From engagement and awareness to integration and alignment
Focus on key strategic initiatives and corresponding measurable goals
Began generating greater business value, promoting growth and innovation
From activities-based to outcomes-based Maturity baseline established to focus on data-driven outcomes
From ERGs to BERGs (Business Employee Resource Groups) Began transition with business planning process this year
www.DiversityBestPractices.com
2014 ERG Strategic Alignment
Voice of the Customer
Business Planning
Environment for Success
Results
www.DiversityBestPractices.com
2014
• Results of a survey served to guide ERGs as they developed their business plans
• 3 phase process: 1. Assessment Phase
•Assessment and analysis
•Current state performance
2. Planning Phase
•Review recommendations for improved performance
• Incorporate into business plans
• Interactive review process
3. Rollout Phase
• Implement action plans
•ERG leaders report on business plan progress quarterly:
•ERG members
•Executive Sponsor
•HR/D&I
Voice of the Customer
www.DiversityBestPractices.com
2014
Incorporated strategies to address areas of opportunity into 2014 business plans:
Common theme that binds all efforts in one direction: Every ERG specifically demonstrates the “ABC” (Alignment, Business impact, Collaboration) of D&I for MassMutual
2-4 priorities mapped to a D&I strategic pillar Each strategic priority includes quantifiable goals
Shared tools: Business plan template
Scorecard with quantitative goals
Business Planning
www.DiversityBestPractices.com
2014
Onboarding sessions for ERG Leaders
Revamped PEP Team Objective
Revamped ERG Guidelines & Community Responsibility Guidelines
Alignment with Executive Sponsors
Integrated ERG data to measure growth & companywide impact
D&I ERG liaison model
Periodic meetings with ERG Leaders (all and role-specific)
Environment for Success
www.DiversityBestPractices.com
2014
18% membership growth between Q1 and Q2
D&I and Recruiting began collaboration to build a pipeline of future leaders and improve our retention process
ALMMA ERG selected as “Top 5 ERG of the Year” by Latina Style Magazine
ERG operations/processes streamlined, creating consistency and integration
ERG pilot chapter established in Phoenix
Greater collaboration and integration among the ERGs
Results
www.DiversityBestPractices.com
2014
Marcela Aldaz-Matos Director, Diversity and Inclusion
MassMutual Financial Group
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014
Stephen Reed Senior Consultant
CapGemini
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014
Stephen Reed Millennial Innovation Council (MIC)
www.DiversityBestPractices.com
2014 Global Capgemini
2013 | 131,000 Example Clients
www.DiversityBestPractices.com
2014 Millennial Innovation Council Strengthening cross-generational collaboration and increasing innovation in the way we do business
GROUP
SBU
BU GENERATION
SECTOR
ACCOUNT
www.DiversityBestPractices.com
2014 Capgemini’s MIC
Developing a strategic plan linked to business objectives.
Identify the Objectives
Drive the Momentum
Gain (Mutual) Support
www.DiversityBestPractices.com
2014 Identify the Objectives
What matters?
Identify the Objectives > Gain (Mutual) Support > Drive the Momentum
• Increased client satisfaction
• Retention of high-margin resources
• Cost-effective pyramid structure
• High efficiency
• Growth opportunities
• Creativity and realization
Business
Members
www.DiversityBestPractices.com
2014 Gain (Mutual) Support
Who needs to be on-board?
Identify the Objectives > Gain (Mutual) Support > Drive the Momentum
•People Development: HR / Learning & Development / Recruiting
•Business Development: Sales / Marketing / Delivery / Capacity Management / Finance
•Membership: Staff to VP
Functions
Un
its
www.DiversityBestPractices.com
2014 Drive the Momentum
How do you ensure progress?
Identify the Objectives > Gain (Mutual) Support > Drive the Momentum
• Align with KPIs and objectives
• Develop a business case and pitch
• Gain stakeholder buy-in and ownership
• Provide ERG resources and support
Business as Usual
Grassroots Efforts
www.DiversityBestPractices.com
2014 Capgemini’s MIC
Developing a strategic plan linked to business objectives.
Identify the Objectives
Drive the Momentum
Gain (Mutual) Support
www.DiversityBestPractices.com
2014
Stephen Reed Senior Consultant
CapGemini
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014
Keni Thacker Executive Producer, Differenter
JWT New York
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
www.DiversityBestPractices.com
2014
Round III: Driving Business Results
Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives
Facilitator/Presenter: Monica Villalta, American Institutes for Research Presenters: Marcela Aldaz-Matos, MasMutual Financial Group Stephen Reed, CapGemini Keni Thacker, JWT New York
www.DiversityBestPractices.com
2014
Please complete your online evaluation!
Find it in your app, or look for an e-mail from [email protected]
www.DiversityBestPractices.com
2014
Coming Up Next: Track A: Emerging ERG Leaders:
Developing a Strategic Plan Linked to Business Objectives Auditorium / 1Fl
Track B: ERG Program Managers: Measure the Impact the Your
Employee Network is Having on Business Goals Pres Gallery / 1Fl
Track C: Experienced ERG Leaders: ERGs=Innovation: Brand Impact,
New Products & Sales Growth in Diverse Marketplace Room 20 / 2Fl
Track D: Burning Issues Forum: What Does the FUTURE Look Like?
TRENDS for Next Generation ERGs Room 440 / 4Fl
2014